2. Organisation
What is change management
"Change management is a
comprehensive, cyclic, and structured
approach for transitioning individuals,
groups, and organizations from a current
state to a future state with intended
business benefits"(1).
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Processes
Culture
Way of
doing
things
(1) "MANAGING CHANGE IN ORGANIZATIONS: A PRACTICE GUIDE", PMI
Change
Today
Tomorrow
Changes affect many aspects:
people, business processes,
organizational setup, culture,... People
3. Manage changes in a globalized world
• We live in a globalised era in which
organisations are merged, acquired or
simply change their nature;
• Frequently people from different
cultures need to come together and to
realize the upcoming change;
• It is neccessary to understand this
environment;
• It has to be deeply understood and
assessed the reason for the change.
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4. Who can support the change
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Sponsor
Steering
Committee
Program Manager
change agent
Project Leader
Project LeaderProject Leader
It is important to understand that changes
are possible only if there is a strong
sponsorship.
The sponsor must be the most influent
person in the organization, and must have
a direct control over the resources that
are affected by the change. For example:
The business line manager when the
change affect the business line or
The CEO if the change is on the company.
Other important issues to consider are the
resources: changes imply investments
and resources and the sponsor needs to
assure them.
5. Good communication is a key
The communcation needs to carry
clearly the following items:
• The reasons that have originated the
change program and the "sense of
urgency";
• The mission of the strategic program;
• The benefits for the stakeholders
(customers, employees,...);
• The measurable strategic objectives.
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6. Manage the transition period
Change needs to be considered a process
and part of the company culture, and it
cannot be destructive for the business.
The implemention of the changes are
made gradually. Normally it is neccessary
to provide a roadmap, and develop pilot
projects.
During this period people need trainings,
support and coaching. Even if the
program has a solid plan, the program
manager needs to take into account of
some additional unexpected activities.
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7. Manage the resitance to change
Even if the change can be "rationally"
explained, the implementation will face
some human resistances.
Those ones have several causes, as for
example the people tend to defend their
status quo. Sometimes the resistance
cannot be explained due to the human
irrational nature.
If the benefits have been properly
communicated, and it is not possible to
find an agreed solution, then the sponsor
needs to be involved to push forward.
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8. Release the benefits to the business as usual
It is fundamental to establish a good
communication when it comes to the
realization of the benefits.
The stakeholders need to feel the change
and the improvements.
The best way is to relate the identified
benefits and the projects status in a matrix.
Once the benefits will be realized, the
correlated KPIs can be measured.
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9. To have more information about strategic program
management, please contact:
Daniele Pinto
daniele.pinto@gmail.com
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